Due to the frequent occurrence of ethical transgressions and unethical employee behaviors, there has lately been an increasing interest in the ethical foundations of contemporary organizations. However, large-scale comprehensive analyses of organizational ethics are still comparatively limited. Our study contributes to both management control and business ethics literature by empirically examining potential antecedents as well as resulting effects of ethical work climates on organizational-level outcomes. Based on a cross-sectional survey among 295 large- and medium-sized companies, we find that more informal (...) means of control constitute important elements of a broader organizational control context that are strongly related to the emergence of coherent ethical work climates with an increased awareness of ethical issues. Moreover, our results show that the relationship between ethical work climates and organizational performance can be considered as rather indirect as it is fully mediated by increased mutual trust among employees. Overall, our study thus supports the particular importance of ethical work climates and identifies appropriate means to encourage ethical conduct. (shrink)

Although there is a significant amount of research on organizational citizenship behavior and its importance to individual and organizational outcomes, relatively little research has explored the process by which such behavior emerges and is established within an organization. Against this backdrop, we combine the perspectives offered by contextualist inquiry and actor–network theory to propose an integrative framework for investigating how organizational citizenship behavior develops in a large, heterogeneous organization. In order to illustrate the framework, we present a detailed case study (...) of recycling at a large university. Like many other organizations, the university does not have a formal organizational structure to address sustainability concerns and the initiatives are therefore mainly voluntary and emerging in nature, and outcomes are, as a consequence, highly uncertain, and fragile. We argue that contextualist inquiry in combination with actor–network theory provides new and important insights into the emergence and establishment of organizational citizenship behaviors, and that outcomes are contingent upon interactions between the context, process, and content of the behaviors in question and the related networks of human and non-human actors. (shrink)

The study objective is to understand the perception of truthfulness among business managers as practiced in organizations, the critical situations that test their truthfulness, and their responses to such situations. A qualitative approach involving conventional content analysis was adopted to address the research objectives. The results indicate that managers carry a conventional and altered view of truthfulness. While the conventional view encourages them to expect perfection and righteousness in the workplace, the altered view convinces them that small compromises resulting in (...) a gain, lies to avoid interference, and dishonesty in response to non-transparency in management, are acceptable and judicious. Target pressure, coercion to conceal the fact, taking leave, or working from home tested the truthfulness of managers apart from incentives and promotion aspirations. To respond, business managers choose to fight, succumb, or cope by being diplomatic. The study provides meaningful implications for new employee orientation and management education. (shrink)